Communications Planning: Inputs Communications Planning
10.3.1 Performance Reporting: Inputs
.1 Work Performance Information Work performance information on the completion status of the deliverables and what has been accomplished is collected as part of project execution, and is fed into the Performance Reporting process. Collecting the work performance information is discussed in further detail in the Direct and Manage Project Execution process Section 4.4. .2 Performance Measurements Described in Section 6.6.3.3 and Section 7.3.3.3. .3 Forecasted Completion Described in Section 7.3.3.4. .4 Quality Control Measurements Described in Section 8.3.3.1. .5 Project Management Plan The project management plan provides baseline information Section 4.3. • Performance measurement baseline. An approved plan for the project work against which project execution is compared, and deviations are measured for management control. The performance measurement baseline typically integrates scope, schedule, and cost parameters of a project, but may also include technical and quality parameters. .6 Approved Change Requests Approved change requests Section 4.6.3.1 are requested changes to expand or contract project scope, to modify the estimated cost, or to revise activity duration estimates that have been approved and are ready for implementation by the project team. .7 Deliverables Deliverables Section 4.4.3.1 are any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. The term is often used more narrowly in reference to an external deliverable that is subject to approval by the project sponsor or customer.10.3.2 Performance Reporting: Tools and Techniques
.1 Information Presentation Tools Software packages that include table reporting, spreadsheet analysis, presentations, or graphic capabilities can be used to create presentation-quality images of project performance data. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 232 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA .2 Performance Information Gathering and Compilation Information can be gathered and compiled from a variety of media including manual filing systems, electronic databases, project management software, and systems that allow access to technical documentation, such as engineering drawings, design specifications and test plans, to produce forecasts as well as performance, status and progress reports. .3 Status Review Meetings Status review meetings are regularly scheduled events to exchange information about the project. On most projects, status review meetings will be held at various frequencies and on different levels. For example, the project management team can meet weekly by itself and monthly with the customer. .4 Time Reporting Systems Time reporting systems record and provide time expended for the project. .5 Cost Reporting Systems Cost reporting systems record and provide the cost expended for the project.10.3.3 Performance Reporting: Outputs
10 .1 Performance Reports Performance reports organize and summarize the information gathered, and present the results of any analysis as compared to the performance measurement baseline. Reports should provide the status and progress information, and the level of detail required by various stakeholders, as documented in the communications management plan. Common formats for performance reports include bar charts, S- curves, histograms, and tables. Earned value analysis data is often included as part of performance reporting. While S-curves, such as those in Figure 7-7, can display one view of earned value analysis data, Figure 10-7 gives a tabular view of earned value data. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 233Parts
» Project Characteristics What is a Project?
» Projects vs. Operational Work
» Projects and Strategic Planning
» Introduction, defines key terms and provides an overview for the
» Project Life Cycle and Organization, describes the environment in
» Project Management Processes for a Project, describes the five
» Project Integration Management, describes the processes and
» Project Scope Management, describes the processes involved in
» Project Procurement Management, describes the processes that
» Project Management Body of Knowledge
» Application Area Knowledge, Standards and Regulations
» Understanding the Project Environment
» General Management Knowledge and Skills
» Interpersonal Skills Areas of Expertise
» Project Management Office Project Management
» What is Project Management? The Project Life Cycle 2.2 Project Stakeholders
» Organizational Influences Index of /misc
» Characteristics of the Project Life Cycle
» Characteristics of Project Phases
» Project Life Cycle and Product Life Cycle Relationships
» Project Stakeholders Index of /misc
» Organizational Structure Organizational Influences
» The Role of the PMO in Organizational Structures
» Project Management System Organizational Influences
» Project Management Processes Index of /misc
» Initiating Process Group Project management Process Groups
» Planning Process Group Project management Process Groups
» Executing Process Project management Process Groups
» Monitoring and Controlling Process Group
» Process Interactions Index of /misc
» Project Management Process Mapping
» Develop Project Charter – developing the project charter that formally
» Develop Preliminary Project Scope Statement – developing the preliminary
» Develop Project Management Plan – documenting the actions necessary to
» Direct and Manage Project Execution – executing the work defined in the
» Monitor and Control Project Work – monitoring and controlling the
» Integrated Change Control – reviewing all change requests, approving
» Close Project – finalizing all activities across all of the Project Management
» Develop Project Charter: Inputs
» Develop Project Develop Project
» Develop Preliminary Project Scope Statement: Inputs
» Develop Preliminary Project Scope Statement: Tools and Techniques
» Develop Preliminary Project Scope Statement: Outputs
» Develop Project Develop Project Management Plan
» Develop Project Management Plan: Outputs
» Direct and Manage Project Execution: Inputs
» Monitor and Control Project Work: Inputs Monitor and Control Project Work: Tools and Techniques
» Monitor and Control Project Work: Outputs
» Close Project: Inputs Close Project
» Close Project: Close Project
» Close Project: Outputs Close Project
» Scope Control – controlling changes to the project scope.
» Scope Planning: Scope Planning
» Scope Planning: Tools and Techniques Scope Planning:
» Scope Definition: Inputs Scope Definition
» Scope Definition: Tools and Techniques Scope Definition: Outputs
» Create WBS: Tools and Techniques
» Create WBS: Outputs Create WBS
» Scope Control: Inputs Scope Control
» Scope Control: Tools and Techniques
» Scope Control: Outputs Scope Control
» Activity Definition – identifying the specific schedule activities that need to
» Activity Sequencing – identifying and documenting dependencies among schedule activities.
» Activity Duration Estimating – estimating the number of work periods that
» Schedule Development – analyzing activity sequences, durations, resource
» Schedule Control Index of /misc
» Activity Definition: Inputs Activity Definition
» Activity Definition: Tools and Techniques
» Activity Definition: Outputs Activity Definition
» Activity Sequencing: Inputs Activity Sequencing
» Activity Sequencing: Tools and Techniques
» Activity Resource Estimating: Inputs
» Activity Resource Estimating: Tools and Techniques
» Activity Resource Estimating: Outputs
» Activity Duration Estimating: Inputs
» Activity Duration Activity Duration
» Activity Duration Estimating: Outputs
» Schedule Development: Inputs Schedule Development
» Schedule Development: Tools and Techniques
» Schedule Development: Outputs Schedule Development
» Schedule Control: Outputs Schedule Control
» Cost Estimating – developing an approximation of the costs of the resources
» Cost Budgeting – aggregating the estimated costs of individual activities or
» Cost Control – influencing the factors that create cost variances and
» Cost Estimating: Cost Estimating
» Cost Estimating: Tools and Techniques
» Cost Estimating: Outputs Cost Estimating
» Cost Budgeting: Inputs Cost Budgeting
» Cost Budgeting: Cost Budgeting
» Cost Budgeting: Outputs Cost Budgeting
» Cost Control: Inputs Cost Control: Tools and Techniques
» Cost Control: Outputs Cost Control
» Quality Planning – identifying which quality standards are relevant to the
» Perform Quality Assurance – applying the planned, systematic quality
» Perform Quality Control – monitoring specific project results to determine
» Quality Planning: Inputs Quality Planning
» Quality Planning: Tools and Techniques
» Quality Planning: Quality Planning
» Perform Quality Assurance: Inputs Perform Quality
» Perform Quality Assurance: Outputs
» Perform Quality Control: Inputs
» Perform Quality Control: Tools and Techniques
» Perform Quality Control: Outputs
» Human Resource Planning – Identifying and documenting project roles,
» Acquire Project Team – Obtaining the human resources needed to complete
» Develop Project Team – Improving the competencies and interaction of team
» Manage Project Team – Tracking team member performance, providing
» Human Resource Planning: Inputs
» Human Resource Planning: Tools and Techniques
» Human Resource Planning: Outputs
» Acquire Project Team: Inputs
» Acquire Project Team: Tools and Techniques
» Acquire Project Team: Outputs
» Develop Project Team: Inputs Develop Project Team: Tools and Techniques
» Manage Project Team: Tools and Techniques
» Manage Project Team: Outputs
» Communications Planning: Inputs Communications Planning
» Communications Planning: Tools and Techniques
» Communications Planning: Outputs Communications Planning
» Information Distribution: Inputs Information Distribution
» Information Distribution: Tools and Techniques
» Information Distribution: Outputs Information Distribution
» Performance Reporting: Inputs Performance Reporting: Tools and Techniques
» Performance Reporting: Outputs Performance Reporting
» Manage Stakeholders: Inputs Manage Stakeholders: Tools and Techniques
» Manage Stakeholders: Outputs Manage Stakeholders
» Risk Management Planning: Inputs
» Risk Management Planning: Tools and Techniques
» Risk Management Planning: Outputs
» Risk Identification: Inputs Risk Identification: Tools and Techniques
» Qualitative Risk Analysis: Inputs
» Qualitative Risk Analysis: Tools and Techniques
» Qualitative Risk Analysis: Outputs
» Quantitative Risk Analysis: Inputs
» Quantitative Risk Analysis: Tools and Techniques
» Quantitative Risk Analysis: Outputs
» Risk Response Planning: Inputs
» Risk Response Planning: Tools and Techniques
» Risk Response Planning: Outputs
» Risk Monitoring and Control: Inputs Risk Monitoring and Control: Tools and Techniques
» Risk Monitoring and Control: Outputs
» Plan Purchases and Acquisitions – determining what to purchase or acquire
» Plan Contracting – documenting products, services, and results requirements
» Request Seller Responses – obtaining information, quotations, bids, offers,
» Select Sellers – reviewing offers, choosing among potential sellers, and
» Contract Administration – managing the contract and relationship between
» Contract Closure – completing and settling each contract, including the
» Plan Purchases and Acquisitions: Inputs
» Plan Purchases and Acquisitions: Tools and Techniques
» Cost-Plus-Fee CPF or Cost-Plus-Percentage of Cost CPPC. Seller
» Plan Purchases and Acquisitions: Outputs
» Plan Contracting: Inputs Plan Contracting
» Plan Contracting: Tools and Techniques
» Plan Contracting: Outputs Plan Contracting
» Request Seller Responses: Inputs
» Request Seller Responses: Tools and Techniques
» Request Seller Responses: Outputs
» Select Sellers: Inputs Select Sellers
» Select Sellers: Tools and Techniques
» Select Sellers: Outputs Select Sellers
» Contract Administration: Inputs Contract Administration: Tools and Techniques
» Contract Administration: Outputs Contract Administration
» Contract Closure: Inputs Contract Closure
» Contract Closure: Tools and Techniques
» - Introduction Changes Contract Closure: Outputs
» - Project Life Cycle and Organization Changes
» - Project Management Processes for a Project Changes
» - Project Integration Management Changes
» - Project Scope Management Changes
» - Project Time Management Changes - Project Cost Management Changes
» - Project Quality Management Changes
» - Project Human Resource Management Changes
» - Project Communications Management Changes
» - Project Risk Management Changes - Project Procurement Management Changes
» Introduction Contract Closure: Outputs
» Project Life Cycle and Organization
» Project Management Processes for a Project
» Project Integration Management Contract Closure: Outputs
» Project Scope Management Contract Closure: Outputs
» Project Time Management Contract Closure: Outputs
» Project Cost Management Contract Closure: Outputs
» Project Quality Management Contract Closure: Outputs
» Project Human Resource Management
» Project Communications Management Contract Closure: Outputs
Show more